Minority dissent and team innovation : the importance of participation in decision making

De Dreu, C.K.W. and West, Michael (2001) Minority dissent and team innovation : the importance of participation in decision making. Journal of Applied Psychology, 86 (6). pp. 1191-1201. ISSN 0021-9010

Full text not available from this repository.

Abstract

This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

Item Type:
Journal Article
Journal or Publication Title:
Journal of Applied Psychology
Uncontrolled Keywords:
/dk/atira/pure/core/keywords/humanresources
Subjects:
?? human resourcesapplied psychologyhd industries. land use. labordiscipline-based research ??
ID Code:
55789
Deposited By:
Deposited On:
13 Jul 2012 09:17
Refereed?:
Yes
Published?:
Published
Last Modified:
28 Nov 2023 11:15